Corporate foresight is a capability that includes any structural or cultural element that enables the company to detect discontinuous change early. The purpose of the present study is to examine the direct impact of corporate foresight, and organizational learning on the performance dynamic of SMEs working in the United Arab Emirates (UAE). In addition, the study tries to analyze the moderating as well as mediating effect of digital transformation and innovativeness on the relationship between exogenous and endogenous constructs. A sample of 576 questionnaires were distributed among the owners/managers of different SMEs working in the region of UAE. However, a final sample of 354 respondents was empirically tested. The data was analyzed through a two-step approach where structural equation modelling (SEM) under SmartPLS was found to be very helpful to examine the direct and indirect relationship between the study variables. The study findings show that there is an insignificant but positive impact of corporate foresight on organizational performance whereas significant impact of organizational learning on organizational performance. Furthermore, the study found evidence for the moderating effect of digital transformation between organizational learning and innovation. Additionally, it is observed that innovativeness mediates the relationship between corporate foresight and performance dynamics. The study findings suggest that for exploring the relationship between corporate foresight, digital transformation, and organization the role of innovation and digital transformation is quite significant. The study findings suggest that both owners and managers at SMEs of UAE should attach more importance to innovative capabilities and digital transformation for achieving higher levels of organizational performance. Policy makers should reasonably consider the direct and indirect effect of study variables while considering high performance at the workplace.
The aim of the current study is to examine the impact of leadership styles such as transformational leadership, transactional leadership and participative leadership on the team performance of one of the biggest oil & gas group of companies in UAE. The goal also includes the moderating role of perceived organizational culture on the links of transformational leadership and team performance, transactional leadership team performance, participative leadership, and team performance. The employees who have at least one immediate boss and currently working in one of the biggest oil & gas group of companies are the respondent and data were gathered by using questionnaires and it was analyzed by using Smart-PLS. The results indicated that transformational leadership, transactional leadership, and participate leadership have positive nexus with team performance. The results also indicated that perceived organizational culture has positively moderates among the nexus of transformational leadership and team performance, transactional leadership team performance, participative leadership, and team performance. The regulators of this group of companies will be the foremost users who want to formulate policies regarding the leadership style that improves team performance.
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